Sustainable supply chain management capabilities: a review from the resource-based view, the dynamic capabilities and stakeholder theories

Vargas, Jairo Raúl Chacón; Mantilla, Carlos Eduardo Moreno

doi:10.1504/lajmsd.2014.067388

Cited by 15 publications

(12 citation statements)

References 71 publications

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“…While SSCM research increases maturity [9,10], reviews in the field point to gaps in the literature. These gaps are due to a lack of researchers providing a holistic perspective on sustainability, resulting in more substantial attention to ecological and economic issues than social issues (e.g., [11][12][13][14]. This includes focusing on how unsustainable supply chain practices can become less unsustainable rather than genuinely sustainable [7].…”

Section: Introductionmentioning

confidence: 99%

Implementing Strategic Sustainable Supply Chain Management

2021

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Despite increasing business interest in sustainability in general and in sustainable supply chain management (SSCM), the ability to increase suppliers’ ecological and social performance is generally insufficient for many companies. In this study, we outline an implementation process model for sustainable supply chain management. We do so by synthesizing insights from a review of the sustainable supply chain management and organizational learning literature and a case study with a company aspiring to become a global leader in sustainable lighting. By combining these insights, we find that successful implementation of sustainable supply chain management requires sustainability to be anchored in a company’s vision and integrated into all functions. We also argue that organizational learning, especially learning with external stakeholders such as suppliers, an operational definition of socioecological sustainability among stakeholders, and procedural support for the cocreation of strategic plans for change are vital for achieving a truly sustainable supply chain. This definition and cocreation allow for attention to be directed toward strategic ecological and social practices, along with the joint handling of tradeoffs and economic considerations among stakeholders. As we build a foundation for an SSCM implementation process model, we use a science-based framework for strategic sustainable development. We call for more action-based research to uncover the complex nature of sustainable supply chain management, as there are unique challenges and dynamic relationships in every supply chain.

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Section: Introductionmentioning

confidence: 99%

Implementing Strategic Sustainable Supply Chain Management

2021

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“…Substantial investments must be made by the firms beforehand and allotted to ecological and societal concerns. Vargas and Mantilla (2014) also use resource-based tools to study organizational capabilities of firms to adopt to implement sustainability initiatives and sustainable supply chain management through a literature review. They also concluded that to respond to sustainability concerns firms require interconnected and reinforcing types of relational or inter-organizational capabilities.…”

Section: Discussionmentioning

confidence: 99%

“…The assumption of resource heterogeneity in business relationships led to the transfer of the resource-based assumptions to relational and network studies (Gold et al, 2010;Rašković and Makovec, 2013;Rudawska, 2010;Vargas and Mantilla, 2014). They revealed that competitive advantage lies in resources and intangible assets which are born and developed within the inter-firm relationships built in a network environment.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Development of sustainable resource ties in the agrifood industry: the case for the Polish fruit and vegetable industry

Wiśniewska-Paluszak

Paluszak

2021

IFAM

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This paper contributes to the overall discussion on the relational resources then, in particular, attempts to recognize inter-firm investments in the agrifood industry. It is essentially grounded in an integrative approach which combines relational and resource-based views. Our goal in this paper is to find out if and how relational investment contributes to a sustainable relational advantage of business relationships in the agrifood industry. Producers, processors and traders who undertake investments in conjunction with their contractors were queried. The main areas of these investment activities and the potential of a sustainable relational advantage are explored. On this basis, a model of resource-based sustainable relational advantage in agrifood business relationships was executed. It was found that relational investments aimed at optimization of supply and provision as well as food safety and social responsibility create and sustain a relational advantage. Those aimed at technology and ecology implicate an unexploited relational advantage. Subsequent human, financial and real capital investments implicate a temporary relational advantage. The added value of this study lies in the implementation of an integrative approach to investigating the development potential of sustainable resource ties in the agrifood industry.

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“…Similarly, the MOA model [12] has been widely applied in the management disciplines, whereas motivation refers to a willingness to act; opportunity refers to the environmental or contextual mechanisms that enable motivation and the ability refers to the individual's skills. RBV theory [42] is one of the classical theories in the information systems based on Edith Penrose's (1959) theory of firm growth. Moreover, RBV focuses on the resources in the form of products, people, and processes.…”

Section: Framework For Technology Adoptionmentioning

confidence: 99%

Positive and Negative Impacts of COVID-19 in Digital Transformation

et al. 2021

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This study was designed to research the impact of pandemic situations such as COVID-19 in digital transformation (DT). Our proposed study was designed to research whether COVID-19 is a driver of digital transformation and to look at the three most positive and negative DT disruptors. Our study suggests that COVID-19 is a driver of digital transformation, since 94 percent of respondents agreed that COVID-19 is a driver of DT. The second phase of our study shows that technology, automation, and collaboration (TAC) is the most positive significant factor which enables work from anywhere (WFA) (or work from home) arrangements and also leads to the third positive factor of a work-life balance (WLB). The top three negative factors are no work-life balance (NWL), social employment issues (SEI), and data security and technology issues (DST). The negative factors show a contradictory result since NWL is the most negative factor, even though WLB is the third most positive factor. While the pandemic situation is leading to a positive situation for economies and organizations at a micro level, the negative impacts, which will affect overall economic growth as well as social, health, and wealth wellbeing, need to be kept in mind. The motivation of this study was to research positive and negative effects of COVID-19 on DT, since COVID-19 is impacting everyone and everyday life, including businesses. Our study developed a unique framework to address both positive and negative adoption. Our study also highlights the need for organizations and the economy to establish mitigation plans, as the pandemic has already been disrupting the entire world for the past three quarters.

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Sustainable supply chain management capabilities: a review from the resource-based view, the dynamic capabilities and stakeholder theories

Cited by 15 publications

References 71 publications

Implementing Strategic Sustainable Supply Chain Management

Implementing Strategic Sustainable Supply Chain Management

Development of sustainable resource ties in the agrifood industry: the case for the Polish fruit and vegetable industry

Positive and Negative Impacts of COVID-19 in Digital Transformation

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